Background: (Review the R & S Amusements Services case study.) The whole project team from R & S Amusements Services is at its offsite face-to-face meeting, beginning the teambuilding activities. The first activity is an outdoor scavenger hunt. Each team of three is given a list of items to find and bring back.

Current Situation 1: Danny Calloway is the league coordinator for R & S. As the groups are announced and given their lists, Danny speaks just loud enough for everyone around him to hear: Boy, this has to be the biggest waste of time. I have a ton of work to get done, and Im here doing this? I dont even know most of these people very well since I travel so much to each of the businesses we support. Can I be excused to go get some real work done?

Discussion: Reid Lewis, president of R & S, and Kevin Pullen from PPMS have overheard Dannys comments. Put yourself in their place. How would you reply to Danny, and how would you explain the importance of getting the team to function as a team? What arguments could you offer to convince Danny that the team-building activities are worthwhile? Current Situation 2: Toward the end of the all-day session, the results from the MBTI are reported to Jeff, Reid, and Kevin. The results demonstrate that, based on his answers, maybe Danny shouldnt be a team leader. This information, coupled with his response to the teambuilding activities and with some other negative comments, has created a challenging situation for Reid.

Discussion: Put yourself in Reids position. What should you do with Danny? Should you fire him? Do you relieve him of project leader responsibilities but keep him involved, knowing this might continue to affect the team? or Do you leave him as the team leader but get him some additional training (and, if so, what kind)?